Most of the reasons why people leave organizations are solvable. And, many of these come back to the ways in which we deliver (or don't deliver) the right, constructive feedback and recognition to our staff.
It’s often said that employees don’t leave organizations, they leave managers, and around one-third of employees say they leave because of poor line management. On top of this, and perhaps as a consequence, four out of every five employees are dissatisfied with their performance review and feedback processes. And, around 80% of employees say the do not get the feedback they need to perform at their best.
These issues go to the heart of high turnover and why organizations fail to keep great talent—getting your feedback mechanisms are absolutely fundamental to high performance and retention.
Solving this disconnect requires more than just great leadership training. It requires the tools and mechanisms to facilitate a more productive relationship between managers and their staff. After all, if you can improve the feedback mechanisms you use, you can improve the experience of 80% of your staff immediately.
But what exactly is broken in the way we deliver and manage our feedback mechanisms inside organizations today? How is it that so many people find them so disengaging?
First and foremost, most feedback lacks a genuine focus on the employee. So, the simplest and most effective change you can make to performance feedback is: make it employee driven.
Many 'engagement' solutions look to add tools to the HR toolkit, but do not necessarily empower the employee with the information they need to succeed. New technology and processes will fail unless they can tangibly improve employees' understanding of how they’re performing against the corporate plan/goals (not just the goals their manager may have given them at the beginning of the year).
The organization is now flat and social. Networks and virtual teams mean that the way we manage work and workers has changed. Above all, management needs to be adaptable and flexible, yet it still must be fair, and feedback mechanisms must be adapted to suit this new workplace reality. A truly engaged workforce requires a genuine focus on measuring performance, not hours or relationships.
This blog is extracted from the Ebook, 4 Reasons to Improve Employee Engagement. You can download a free version here.